[Hallucination] Are Japanese living abroad friendly to each other?

Japanese companies (Japanese) expanding their business overseas, whether competitors or in the same industry, have a strong spirit of mutual assistance and solidarity.

Before coming to China, I had heard this many times.

Japanese people fighting alone in a foreign country will naturally help each other and establish cooperative relationships.

Admittedly, this trait of “valuing harmony” is not completely missing. However, when you are actually in the overseas business field, you will find that this is not the case.

This article will delve into the real gap between Japanese companies and overseas Japanese.

Why does the illusion of “overseas = Japanese mutual assistance” exist?

First of all, why do Japanese people always feel that “Japanese people will help each other after going abroad”?

The reason behind this is Japan’s unique village culture and spirit of mutual assistance. Some companies may advise you to “rely on Japanese companies and institutions that have relationships with Japanese people” in business training before going abroad, and the media often reports stories of Japanese people’s success overseas, so expectations of Japanese people will naturally rise.

Especially when you are sent overseas for the first time or when you start business for the first time, you will feel anxious, so in a sense, you will naturally have the expectation that “as long as we are all Japanese, we will definitely understand each other.”

But what about in actual overseas work?

But the reality is not so simple.

Especially in the business field, the more intense the competition among peers, the more intense the competition. “Even if they smile on the surface, they are fighting for the market behind the scenes.” This kind of relationship is normal and is not much different from the situation in Japan.

In addition, overseas companies and individuals have a stronger “self-protection awareness”. Risk information is not easy to share, nor is it easy to lend a hand. Of course, if the interests are aligned, a cooperative relationship will also arise, but this is not because they are Japanese, but because of “business rationality.”

“Silent Competition” among Japanese Companies Overseas

It is not uncommon for competitors and colleagues of Japanese companies overseas to have “silent competition” even when they appear to be building a cooperative relationship. This is common in Japanese corporate networks in areas where competition is particularly fierce, such as China, Southeast Asia, and parts of the west coast of North America.

This “silent competition” refers to a state in which the spirit of competition continues to burn in each other’s hearts while avoiding direct conflict. On the surface, the relationship is maintained in a friendly manner, but deep down, the spirit of competition lurks, sometimes even affecting the way work is carried out and decision-making.

Especially overseas, the community of Japanese companies (Japanese) is small, so they tend to avoid superficial and direct conflicts with each other.

The delicate balance between competition and cooperation

The “silent competition” between Japanese companies is often the perfect balance between competition and cooperation.

For example, if Japanese companies entering the same market have similar product or service features, it seems that they are working together to solve common problems. However, deep down, they often regard each other’s development as competitors, and in business negotiations, they very consciously try to stay one step ahead.

When multiple Japanese companies in the same industry compete for market share locally, they may appear to “wish each other success”, but secretly, they are doing their best to avoid being surpassed by other companies.

Especially in the stage of business negotiations and proposal submission, their competitive mentality to prevent the other party from making proposals first may be exposed.

Friction caused by competitive spirit

Even between Japanese companies, competitive spirit often causes friction. Especially when multiple companies are in the same market, intensified competition often leads to psychological distance, such as “avoiding providing information to the other party/not cooperating”.

For example, when a Japanese company launches a new product or service on the market, it may avoid sharing information with other Japanese companies or pay too much attention to the other company’s movements to avoid unnecessary risks.

This can cause competition to intensify unknowingly, even if it appears to be “cooperation” on the surface.

Perception differences between Japanese companies

This is certainly true, but even Japanese companies are independent companies, so differences in each other’s corporate culture and management policies may have an impact. Even if there is a cooperative relationship, if there are differences in working methods and communication methods, such perception differences can make cooperation difficult.

In addition, even among Japanese companies operating overseas, there are various business strategies, for example, some companies focus on long-term business perspectives, while others pursue short-term benefits and have a strong sense of speed, so it may take time to find the best solution.

This gap may cause problems to emerge over time and lead to the breakdown of a cooperative relationship, even if it seems to be going well at first.

However, “silent competition” also has its benefits

The “industry-wide ecosystem” formed by this

This silent competition actually has the potential to revitalize the entire industry.

In competition, companies realize “differentiation” and strive to improve technology and services, which ultimately has a positive impact on consumers and the entire market. Competition forces companies to constantly pursue innovation, seek efficient methods, and respond to market needs, ultimately promoting the growth of the entire industry.

When a Japanese company introduces new technology and gains a competitive advantage, other companies may also pay attention to the technology and try to update their own technology, thereby improving the technological level of the entire industry. If this atmosphere of “promoting innovation” spreads throughout the industry, it can form a virtuous circle, enhance overall competitiveness, and promote market maturity.

How else can we get along harmoniously?

Even if Japanese companies (Japanese people) overseas are polite on the surface, in fact, their first priority is often to “protect their own company and let it win.” In other words, it is not a personal grudge, but a “survival instinct of overseas business.”

〇 If you only trade and sell with Japanese companies, the market size is smaller than in Japan and the competition is more intense.
〇 Overseas, people generally believe that “wait and you will fail.”
〇 First of all, both companies and individuals are trying to “win and survive.”

This does not mean that you should “trust anyone.” It is important not to have too high expectations and to measure the distance calmly.

As long as you maintain this attitude, the pressure of interpersonal relationships overseas (mainly between Japanese people) will be greatly reduced. Little by little, you can deepen your relationship with someone you can truly trust.

〇 Don’t assume that someone is your partner just because they are Japanese.
〇 First, treat them as equals, like business partners.
〇 Handle information carefully and take the initiative.

Summary

Just because Japanese people go abroad doesn’t mean they will get along well with each other.

We work together because it is mutually beneficial, not because we are Japanese

Accepting this cold reality is the first step to doing business overseas.

Reality trumps expectations

Calmly evaluating relationships will help you succeed in overseas markets.